Learn all about the latest strategies and smarter software for design and development innovation through next generation service delivery from the Integrated Service Management track at Innovate 2010, June 6-10. The Integrated Service Management track at Innovate is a continuation of the discussion and training of the Software Delivery Lifecycle Management stream at Pulse 2010, which showcased how clients, IBM and IBM Business Partners use software delivery lifecycle management solutions to help realize greater value from software investments and optimize business outcomes at reduced cost and risk.

The Integrated Service Management track kickoff will be hosted by Jamie Thomas, Vice President of Tivoli Strategy and Development, formerly of worldwide development, client support and product management for the Rational software brand. Jamie will be joined by Bala Rajaraman, Distinguished Engineer, IBM Software, Tivoli and John Wiegand, Distinguished Engineer, Rational Analysis, Design and Construction.

At Innovate 2010, IBM clients and partners will learn innovative approaches to optimizing the service lifecycle, driving better efficiencies and lowering their TCO. Attendees of the Integrated Service Management track will also learn how to leverage the existing tight integrations with Rational solutions. Specifically, clients can find out how to:

Speed up the deployment processes and maximize resource utilization with automation solutions

Reduce cost and improve efficiency with Visibility and Automation brought about by the integration of Rational and Tivoli

Fully realize the benefits of newer technologies such as virtualization, cloud etc in the dev and test processes that will improve TCO and efficiency

Create a robust dev and test processes that will have minimal chances of failure and cause an outage

Increasingly, physical assets are being transformed into digitally aware, smart assets that can receive and emit data and connect with one another, allowing people, systems and objects to communicate and interact with each other in entirely new ways creating opportunities for smarter, differentiated services and products.

As the world becomes more intelligent, instrumented and interconnected, designing and delivering the systems and application software for innovative new products and services becomes more and more complex.

For example, today’s cars contain a 100 million lines of code that are connected to the dealer, to a smart traffic system, to an insurance provider, and to a smartphone, which alone could run 100,000s of new applications.

The complexity of these systems of systems has exploded overnight as every single service and interaction between the multiple systems needs to be managed, monitored, and maintained across the entire service lifecycle.

Current models of design, development, operations, and deployment do not scale and are not cost effective. In addition, there is a huge gap between design, delivery, and operations, inhibiting the efficient delivery of services.

Both development and operations see a number of challenges in their IT and product delivery organizations:

70% of budget locked in maintenance

50% of applications rolled back

30% of project costs due to rework

85% of computing capacity idling

Integrated Service Management—which includes Rational and Tivoli software--helps bridge the gap between software development and operations teams. It provides integration of data and workflows across architecture, development, testing and operations software. It integrates best practices including ITIL and IBM assets for SOA, Development and IT Operations to accelerate time to value. Integrated Service Management helps organizations:

Identify required changes and resolve customer issues in less time

Reduce system downtime and repair costs

Limit risk exposure by providing better visibility to change impact

Featured products include: Federated asset management.IBM Rational Asset Manager helps architects and operations with fast problem resolution as the single catalog of known software assets, such as patterns, past change requests, and in-production services and products. Federation with IBM Tivoli Change and Configuration Management Database simplifies deployment with automated synchronization and reduces data duplication, allowing only secure proven assets and services into production environments.

Al Zollar, will be collaborating with thought leaders at CIOsynergy on May 6. One of the topics Al will be talking with other CIOs about is how building a dynamic infrastructure can help CIOs free up more of their time to focus on innovation and driving competitive advantage.

CIOs in every industry are all too familiar with the operational and financial challenges that growing infrastructure complexity and rising energy costs are creating for their organizations.

There is increased complexity across the board, and that is a trend that will continue. Creating competitive advantage now means dealing with complexity better than your competitors. And that means the ability to work across your organizations technology siloes to harness technology to support breakthrough innovations.It also means creating a flexible anddynamicinfrastructure to support those innovations.

IBM has been working with many companies and CIOsto helpthem to realize their part in the Smarter Planet, and address the challenges of this environment with such capabilities as Integrated Service Management, Cloud, Security, and Virtualization delivered via our extensive portfolio of hardware, software, and services.Our offerings help our customers create that flexible, dynamic infrastructure that frees up CIOs to innovate, and create the breakthrough services that make them more competitive.

IBM’s vision for a dynamic infrastructure offers an evolutionary new model for efficient IT delivery—giving CIOs the tools to overcome the minutia of daily operations to drive real business innovation.

It’s an approach that allows CIOs to:

Position themselves as agents of change within their organizations

Help break down barriers to global integration

Lead by example on green initiatives and reduce enterprise energy consumption.

That means CIOs will be better able to align IT with business goals and help pave the way for creating the Enterprise of the Future.

Al Zollar, General Manager of Tivoli Software, will be attending CIOsynergy, May 6, 2010. In addition to networking with CIO’s from multiple industries worldwide to exchange insights and discuss solutions for the future, Al will share his thoughts about the emerging Smarter Planet and how it is changing the role of the CIO.

Some of the insights Mr. Zollar will be sharing come from the CIO study IBM conducted in 2009, based on surveys of more than 2,500 CIOs.

The CIO study underscores the fact that the role of the Chief Information Officer is changing dramatically. In addition to being IT experts, today’s most successful CIO’s are also business leaders who are actively engaged in setting strategy, enabling flexibility and change, and solving business problems, not just IT problems.

As the lines between business and IT blur, CIO’s recognize the critical role service delivery plays in how their companies do business and generate revenue. And, as the world becomes more instrumented, interconnected and intelligent, the way services are designed, delivered and managed is rapidly changing too.

Physical assets are being transformed into smart, digitally-aware assets that can receive and emit data and connect with one another, allowing people, systems and objects to communicate and interact in entirely new ways.

As a result of the interconnection of these instrumented and intelligent devices, great breakthroughs in service innovation are creating new opportunities for people and businesses worldwide.

With these new opportunities also comes increased complexity and risk. And this puts new requirements on our business and technology infrastructures.

CIOs are faced with important objectives that often seem to clash: How can we support the introduction of new services while avoiding the disruption of existing services? How can I reduce costs while improving services? How will I balance the need to influence business strategy with the need to provide top-notch IT support?To respond to these conflicting objectives, successful CIO’s are blending three pairs of roles that seem contradictory, but are actually complimentary. At any given time, a CIO is:

An Insightful Visionary and Able Pragmatist, whose focus is making innovation real

A Collaborative Business Leader and Inspiring IT Manager, whose mission is to expand the business impact of IT

Integrated Service Management can help CIO’s achieve their dual focus of IT expert and business leader. Integrated Service Management helps the:

Insightful Visionary and Able Pragmatist make innovation real by simplifying and streamlining IT processes through technologies like automation and monitoring, giving them more time to focus on developing the intelligent infrastructures of tomorrow.

Savvy Value Creator and Relentless Cost Cutter use process automation to reduce the need for human oversight and virtualization to keep assets running at optimal levels, automatically adapting as business demands change, creating a savvy, cost-efficient IT infrastructure.

Collaborative Business Leader and Inspiring IT Manager expand the impact of technology by leveraging automation capabilities that help develop and prepare for the strategic business initiatives of the future.

We’ve been talking a lot at IBM about how we’re seeing the coming of age of a whole new generation of intelligent systems and technologies—more powerful and accessible than ever before.Our planet is becoming more intelligent, interconnected, instrumented, and smarter day by day.

Increasingly, physical assets are being transformed into smart, digitally-aware assets that can receive and emit data and connect with one another, allowing people, systems and objects to communicate and interact in entirely new ways. The ability to interconnect smarter products and information technology is making it possible for industries to deliver new, innovative services to customers—smarter services which fundamentally change the economics of delivery services.

For example, smarter energy services leverage new smart meter technology to better manage energy distribution across the grid. Smarter energy service has resulted in a 14% reduction in CO2 power plant emissions and reduced homeowner costs up to 10%. Smarter traffic service leverages smart tolls and communication systems to better manage traffic flow, resulting in 20% less traffic, a 12% drop in emissions.

Underpinning these smart business services is a Service Delivery Chain that must be aligned and integrated across processes, roles, and assets.

Integrated Service Management provides a holistic approach to designing, managing and delivering smart services. It connects processes, roles and assets together making everything occur in a seamless flow- A customer places an order, the system checks inventory, delivery gets scheduled, inventory is replenished; to quickly pulling together and making sense out of any kind of information and data;. to finding and fixing complex problems with little or no human help; to making collaboration a fundamental part of how work is done; to creating an infrastructure that helps reduce costs, improve service and manage risks.